Organizational Context and MIS Structure: Some Empirical Evidence

Ein-Dor, Phillip; Segev, Elad

doi:10.2307/248656

Cited by 234 publications

(90 citation statements)

References 17 publications

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“…Moreover, when an IT infrastructure grows in scale, coordination costs increase significantly, limiting the potential of cost synergy. Therefore, size is a key contingency factor in a business unit's IT governance choice (Ein-Dor andSegev 1982, Sambamurthy andZmud 1999).…”

Section: Incentive Misalignmentmentioning

confidence: 99%

IT Governance and IT Investment Performance: An Empirical Analysis

Xue²,

Ray³

2008

SSRN Journal

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Section: Incentive Misalignmentmentioning

confidence: 99%

IT Governance and IT Investment Performance: An Empirical Analysis

Xue²,

Ray³

2008

SSRN Journal

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“…System usage has been studied by a number of researchers in the past two decades (Lucas 1975, Robey and Zeller 1978, Ein-Dor and Segev 1982, Ives and Olson 1984, Srinivasan 1985, Trice and Treacy 1988, Igbaria 1990, Amoroso and Cheney 1992, Torkzadeh and Dwyer 1994. Ives et al (1983) argued that system usage can be a surrogate indicator of system success under certain conditions.…”

Section: System Rating (S_rating)mentioning

confidence: 99%

Attitudes, satisfaction and usage: Factors contributing to each in the acceptance of information technology

Al‐Gahtani

King²

1999

Behaviour & Information Technology

379

168

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Abstract. This research tests and develops the Technology Acceptance Model (TAM), introduced by Davis (1986), which attempts to explain end users' attitudes to computing technologies. It introduces several new variables, including compatibility, user characteristics, system rating and the enduser computing satisfaction (EUCS) construct, a surrogate measure for IT success and acceptance. A questionnaire with over seventy items was completed by a large number of users and LISREL, a technique for modelling a system of structural equations, was used to analyse the responses. The output shows the model as a whole ® ts the data very well and indicates signi® cant relationships between variables in the model. These results con® rm that TAM is a valuable tool for predicting attitudes, satisfaction, and usage from beliefs and external variables. They also show that relative advantage of the system contributed most to attitudes and satisfaction. Compatibility (of the system to the task performed) contributed most to usage and was the most important antecedent of the belief variables, including relative advantage.

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“…V. Brown, 1997;C. V. Brown & Magill, 1994;Ein-Dor & Segev, 1982;Feeny & Willcocks, 1998;King, 1983;King & Kraemer, 1985;Rockart, Earl, & Ross, 1996;Ross, Beath, & Goodhue, 1996;Sambamurthy & Zmud, 1999;Tavakolian, 1989;Weill & Ross, 2004;Zmud, 1982Zmud, , 1984.…”

Section: Information Orientation As a Predictor Of Business Performancementioning

confidence: 99%

Technology Service Management: A Multi-level Approach for Teaching the MBA Core Information Systems Course

Beachboard

Aytes

2011

JITE:Research

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Executive SummaryCore MBA IT courses have tended to be survey courses that cover important topics but often do not sufficiently engage students. The result is that many top-ranked MBA programs have not found such courses useful enough to include in their core MBA requirements. In this paper, we present a design of an MBA course emphasizing information technology and intending to be a valuable part of a core MBA program.The primary audience for this course is the general MBA student, and the primary teaching objectives of the course are for students to (1) recognize that IT plays a vital role in the functioning of most modern organizations, (2) recognize that the effective application of IT requires the active engagement of non-IT as well as IT management, and (3) acquire the tools and concepts necessary for non-IT managers to participate in the effective management of an enterprise's IT resources.The basic framework by which we accomplish these objectives conceptualizes IT management into three domains of activity: executive-level IT governance, enterprise-level IT governance/management, and functional-level IT governance/management. Executive-level IT governance issues reside at the board and executive level and include parameters involving the strategic application of IT. Enterprise-level IT management/governance includes those activities that are best accomplished through joint business and IT management participation, such as the development of IT service level agreements. These two areas are most emphasized in the course. Functional-level IT management refers to those activities that should be solely the responsibility of IT managers. This framework provides a means for parsing out IT management responsibilities with the intent of emphasizing that some IT management activities require the involvement of non-IT managers.As a means for helping students understand what an enterprise needs to do well to use IT to support its goals, we applied the Information Orientation framework (Marchand, Kettinger, & Rollins, 2001). This framework considers how well organizations (1) collect, process and maintain their information (information management practices), (2) share information and use it to support decision making, and (3) employ specific IT management practices. These three domains comprise an organization's "information orientation maturity," which is posited to relate to an orMaterial published as part of this publication, either on-line or in print, is copyrighted by the Informing Science Institute. Permission to make digital or paper copy of part or all of these works for personal or classroom use is granted without fee provided that the copies are not made or distributed for profit or commercial advantage AND that copies 1) bear this notice in full and 2) give the full citation on the first page. It is permissible to abstract these works so long as credit is given. To copy in all other cases or to republish or to post on a server or to redistribute to lists requires specific permission and payment of a fee. ...

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Organizational Context and MIS Structure: Some Empirical Evidence

Cited by 234 publications

References 17 publications

IT Governance and IT Investment Performance: An Empirical Analysis

IT Governance and IT Investment Performance: An Empirical Analysis

Attitudes, satisfaction and usage: Factors contributing to each in the acceptance of information technology

Technology Service Management: A Multi-level Approach for Teaching the MBA Core Information Systems Course

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